___________________________________________________________________________ 2007/HRDWG/FOR/007a Case Study of Thailand: Sustainable Career Development Throughout Working Life (Presentation) Submitted by: Thai Automotive Industry Association (TAIA) Forum on Sustainable Career Development Throughout Working Life Chiba, Japan 14-16 November 2007
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Case Study of Thailand: Sustainable Career Development ...mddb.apec.org/Documents/2007/HRDWG/FOR/07_hrdwg_for_007a.pdf• Banpho • Thai Auto Works 2) The 2nd Asia Pacific Skill Contest
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QC Circle Toyota Job Instruction Toyota Communication Skill
Newcomer Orientation
Standardized Work
Management
Shop Floor Management
Required Capabilities
Skill Development System : Basic Concept for TMT's Production Member
Toyota Production System (STDW & Kaizen)
Toyota Business Practices (Problem Solving)
Type of Training Course
Role Training
Supervisory Training
Floor Management Development System
Fundamental Skill / Element Work / Standardized WorkProduction
Skill Training Maintenance Skill
2.2 Skill Development System for Production Staff (Blue collar)
HRD
9
Grade Position Working Year in Position
Office Production
Grade 9 General Manager 3-5 yrs.
2 yrs.
1 yr.
Grade 8 Deputy General Manager 3-5 yrs.
2 yrs.
1 yr.
Grade 7 Manager or Equivalent
2 yrs.
1 yr.
Grade 6 Assistant Manager or Equivalent 3-4 yrs.
Floor Management Development
Toyota Total Quality Management
Executive Toyota Management Development
Executive Toyota Way
Executive Toyota Production System
Toyota Leadership Development
Role of Multi-Functional Management
Advanced Toyota Way
Toyota Management Development
Toyota Cost and Quality Management
3-5 yrs.
Toyota Human Resources Management
2 yrs.
Required Courses
Management
1 yr.
Advanced Toyota Problem Solving
Toyota Connection Workshop
Toyota Hoshin Kanri
Advanced Toyota Production System
Role of Functional Management
3. Career Development in TMT 3.1 Training Roadmap for Management Level
HRD
3. Career Development in TMT 3.1 Training Roadmap for Non-Management Level
Grade Position Working Year in Position
Office Production
Grade 5 Senior Supervisor, Supervisory Development Program Practical Problem Solving
Chief Engineer, Group Leader Intermediate Problem Solving
or Equivalent Toyota Way for Supervisory
Toyota Production System Toyota Production System 2
QCC for Supervisory Toyota Job Relations
Effective Working Together Group Leader's Role for New GL
Role of Supervisory Floor Management Development
Grade 4 Officer, Engineer, Operational Development Program Basic Practical Problem Solving
Team Leader or Equivalent Basic Toyota Production System Toyota Job Instruction
Basic Problem Solving Toyota Production System 1
Basic QCC / PDCA Team Leader's Role for New TL
Grade 3 Technician or Equivalent 1-3 yrs. Basic Automotive Knowledge
Grade 2 Mechanic or Equivalent 1-3 yrs. Customer Satisfaction
Grade 1 Operator or Equivalent 1-4 yrs. 7 QC Tools
Grade 1-9 Newcomer in all areas within 4 months
Required Courses
Non-Management
2-3 yr.
7 QC Tools
Newcomer Orientation
1 yr.
QCC Advisor
2 yrs.
1 yr.
HRD
10
3.2 Working Life Plan (WLP)
Level CLevel CLevel BLevel B
Level SLevel SLevel ALevel A
SkillSkill
RotationRotation
TrainingTraining
PromotionPromotion
Newcomer
GroupGroupLineLine
ShopShopJob CatJob Cat
TM Program
TM Program
TL Program
TL Program
Mgr. Program
Mgr. ProgramGL
ProgramGL
ProgramTMTM
TLTL
Mgr.Mgr.GLGL
6 years 10 years 15 years
Newcomer Training
Remark : TM - Team Member ; TL - Team Leader ; GL - Group Leader
HRD
► Participant : 9 companies from 7 countries
3.3 Other Activities : Skill Contest
1) Toyota Motor Thailand Skill Contest1) Toyota Motor Thailand Skill Contest
► Internal Shop
► Cross Plant : • Samrong• Gateway• Banpho• Thai Auto Works
2) The 22) The 2ndnd Asia Pacific Skill ContestAsia Pacific Skill Contest
► Thailand won 15 items
3) Toyota Motor Corporation Skill 3) Toyota Motor Corporation Skill Interchange Festival 2007Interchange Festival 2007
► Participant : • TMC / Japan• Team Asia
► Team Asia won2 items (including(Thailand 1 item)
HRD
11
B. Employee relations management1. Employee relations management principle2. How to ensure good relations with employees
2.1 Activities with Toyota labor Union2.2 Activities with all employees
3. Performance of Toyota’s employee relations management
3.1 Level of employee’s engagement3.2 Excellent labor relations awards
Employee relations management
Company Employee
Through good
communication
Ensure stability of employmentImprove working condition
Ownership of responsibility
⇒ Both employee and company share the common value, goal, and target““Prosperity of Company = Happiness of EmployeesProsperity of Company = Happiness of Employees””
What is Jishuken ?What is Jishuken ?“Self study” or “Autonomous study groups”“Self study” or “Autonomous study groups”
Activity target :(a) Productivity improvement.(b) Lead time reduction.
Jishuken at CAP
Jishuken at CAP
Jishuken at DSC
Jishuken at DSC
Jishuken at TER
Jishuken at TER
Toyota Supplier Support TeamToyota Supplier Support Team
1. TPS activity of TMAP-EMHRD for Suppliers
2.1 Safety Policy1. Promote “Zero Risk Workplace”2. Conduct “Off the job safety” to prevent traffic accident3. Promote Safety Activity to partnership
1.1. Promote Promote ““Zero Risk WorkplaceZero Risk Workplace””2.2. Conduct Conduct ““Off the job safetyOff the job safety”” to prevent traffic accidentto prevent traffic accident3.3. Promote Safety Activity to partnershipPromote Safety Activity to partnership
Safety TargetSafety TargetSafety Target
Zero Fatal accident at all TMAP-EM supplier
Zero Fatal accident at all TMAP-EM supplier
2. Safety Management Activity
by Establishment of CCCF Safety activityby Establishment of CCCF Safety activityby Establishment of CCCF Safety activityCCCFCCCF = = CCompletely ompletely CCheck heck CCompletely ompletely FFind outind out
“The source of CCCF Activity is in Th il d”
HRD for Suppliers
17
Make Visual Make Visual Control BoardControl Board
Safety Patrol Safety Patrol by top mgtby top mgt
④④
2.2 CCCF ConceptStep of CCCF Activity
Collective Collective actionaction
Evaluate Evaluate Dangerous Dangerous
Risk Risk by leaderby leader
IdentifyIdentifyhazardous hazardous
point point by all employeesby all employees
①① ②② ③③
Key success of activityKey success of activity1. Top management involvement
2. All members participate in activity3. Management continue follow up & support
⑤⑤
2. Safety Management ActivityHRD for Suppliers
Background
Main problem
Total Receiving Defect Status (Incl. Packing Problem)
10
43
10
25
7 9 7 7
0
20
40
60
2004 2005 2006 2007 (1- 7)
Target Result
PPM
Packing 56%
Quality defect 44%
0
100
200
300
400
500
600
'00 '01 '02 '03 '04 '05 '06 '07
Production VolumeX 1,000 Units
3. Quality Management ActivityHRD for Suppliers
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MissionMissionMission
Providing the AfterProviding the After--Sales Sales Service training for Service training for DealerDealer’’s staffs and s staffs and TMTTMT’’ssemployeesemployees
Confirm acquired skills by Confirm acquired skills by Certification ExaminationCertification Examination
Promote DealerPromote Dealer’’s staffs s staffs skills by Skills Contestskills by Skills Contest
Social Contribution on Social Contribution on technology transfertechnology transfer
Establishment : 1996Establishment : 1996
Total staffs : 87Total staffs : 87
No. of training courses for No. of training courses for Dealers in 2007 : 223Dealers in 2007 : 223
( 4,210 persons)( 4,210 persons)
1. Toyota Education and Training CenterHRD for Dealers
Training BuildingTraining Building DormitoryDormitoryBody & Paint WorkshopBody & Paint Workshop
In Class TrainingIn Class TrainingBody & Paint TrainingBody & Paint TrainingTechnical TrainingTechnical Training
Training Facilities
HRD for Dealers
19
The Toyota Service Human Resources Development SystemRetention Program
To supply high quality human resources in timely manner to support after-sales business demand.To comply with Thai government in technology transfer
2 . Toyota Automotive Technology School (TATS)2 . Toyota Automotive Technology School (TATS)HRD for Dealers
TATS General InformationTATS General InformationTATS General Information
Registered name: Toyota Automotive Technology Company Co., Ltd.
Business started: June 1998Education level: Higher Vocational Education
CertificatePeriod of study: 2 yearsNo. of students: New students160 persons/year
Totally 2 levels: 320 persons/yearEntrance Qualification: Minimum high school level
Service Advisor Training Room Customer Service Corner
On vehicle Practice
Parts Training Room
HRD for Dealers
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Education ProgramEducation ProgramEducation ProgramAutomotive Technology Program Automotive Service Technology Program
Certification provided1) Higher Vocational Education Certificate (GOV)2) MOL Certification for Technician (GOV) 3) Toyota Body & Paint Certificate (TMT)4) Toyota Pro Technician Certificate (TMC)
Career Position : Technician
Certification provided1) Higher Vocational Education Certificate (GOV)2) MOL Certification for Technician (GOV)3) Toyota Technician Certificate (TMT) 4) Toyota Service Advisor Certificate (TMC)
Career Position : After Sales Service staff (Service Advisor, CR officer, Parts staff)
On vehicle examination
Basic of ElectricityPractice
Customer ServicePractice
Computer for Customer Servicing
HRD for Dealers
Job Recruitment RecordJob Recruitment RecordJob Recruitment Record
50%27%
23%
Dealer 35%
Family Business andOther 23%
Further Study 27%(Univ.Level)
TMT &Affiliate 12%
Suppliers 3%
HRD for Dealers
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4. HRD and Corporate Social Responsibility
A. Contribution to the Thai Automotive Industry
B. Contribution to Thai Society
Quadrilateral Cooperation Projectbetween Thailand and Japan
Contribution to the Thai Automotive Industry
25
AHRDP’s Objectives• To develop Thai automotive human
resource development system at a global standard
• To train Thai trainer to be a multiplier resource for the industry expansion
Contribution to the Thai Automotive Industry
Skill CertificationSystem
Mold & Die DesignNC Data Machining
Finishing
Manufacturing SkillMind ManagementToyota Production
System
AHRDP’s Contributors
Thai Automotive Institute
Contribution to the Thai Automotive Industry
26
Technology Transfer
(Business F
ields
Condition neglected)
ProductivityProductivityUpUp
Transfer Production Management Technology to the wider range of Thai Automotive Industry
6 TPS Master Trainers from TMT
Build up TPS Trainers from Auto-part makers, Institute, etc.:Target 20 people / year
LevelLevel--up up AutopartAutopart makers: makers: Target 240 Target 240 SMEsSMEs per year for per year for 8 years 8 years
Contribution to the Thai Automotive Industry
How to implement TPS to SMEs
② Continuous Flow ① Worksite Control
③ Standardized Work ④ Pull System
①
2 weeks
②
3 weeks
③
3 weeks
④
4 weeks
At Worksite of SMEs
Nissin Kasei Co.,Ltd.Nissin Kasei Co.,Ltd.
CPR Gomu Co.,Ltd.CPR Gomu Co.,Ltd. Siam Senator Co.,Ltd.Siam Senator Co.,Ltd.
Contribution to the Thai Automotive Industry
27
- Smooth Flow & One Piece Flow ProductionKaizen Items
- Multi-Process Handling- Big Island. (Combined lines)
Result of TPS ImplementationResult of TPS Implementation
Before After Before AfterBefore After
Stock Work In Process
and Finished Good Productivity
(Pcs. / M-H)
30-50%
(1) KPI Improvement
(2) Number of TPS TraineeSkill-up development for Trainee
223 persons 24 Companies Build Up Trainee
Down 30-50%Up
25-75%Down
Contribution to the Thai Automotive Industry
28
Impression of SME’s Top Management
Our workplace is more safety. It increases the morale of our employees.
Our workplace is more safety. It increases the morale of our employees.
TPS makes problems visualable, so we can continuously improve our production line.
TPS makes problems visualable, so we can continuously improve our production line.
Bangkok Metal Work, Co.Ltd.Managing Director
TSP Metal, Co.Ltd.Genral Manager
Pongpara Codan Rubber, Co.Ltd.Director
TPS creates the opportunity of the business. We are welcome any
customers, cause we’re confident in our production system.
TPS creates the opportunity of the business. We are welcome any
customers, cause we’re confident in our production system.
Contribution to the Thai Automotive Industry
The multiplier effect of HRD
2 Experts6 Master Trainers
44 Trainers
More than 45000 Automotive industry
employees being trained
15000 TPS staffs
experienced in activity
implementation
1800 TPS Leaders(in-house) developed
17 SMEs
7 SMEs
66 SMEs
100 SMEs
140 SMEs
More than1800 Companies
involved
The group of engineers, technicians and leaders are being developed through this project account for 50% of those groups of employee in Thai Automotive Industry
2005 2015
…SMEs
Contribution to the Thai Automotive Industry
29
Toyota Thailand Foundation
Establishment : 1992Registered Capital : 400 MBChairman : Pol.Gen Pow SarasinBoD : 15 membersFocus areas
EducationEducation Quality of LifeQuality of LifeSupport to otherSupport to other
organizationsorganizations
Contribution to Thai Society
Pra Dabos School
Automobile Workshop Renovation
• Under the Royal Patronage of HM the King• Support underprivileged students like drug addict or homeless• Provide non-formal vocational education in 6 areas
Activities : 1. Installation of automobile checkup & maintenance equipment
2. Construction of standard classroom
Contribution to Thai Society“Automobile Workshop Renovation &
Development of Automobile Curriculum”
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Development of Automobile Curriculum
1. Donation of automobile system charts2. Teacher & student training program
Graduates
Current students : 25 persons
Graduates : 18 persons> 11 works for auto garages> 4 returns to continue studies in their hometown> 3 works for non-profit organizations, including
Pradabos Foundation
Pra Dabos School
Contribution to Thai Society
Support Areas1. Recruitment of Japanese Professors2. Toyota Library and textbook purchase3. Japanese coordinator & research database4. Research Fund5. Academic Activities
Duration : 2006 – 2010 academic years
Contribution to Thai Society
Toyota Fund for Japanese Language Section, Faculty of Arts, Chulalongkorn University
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Conclusion
human resources development of Thai Auto Industry
• Generate high quality and productivity
• Export cars and auto parts to over 140 countries